The Importance of Training and Manpower Development on Organizational Performance. A Case Study of Uganda Banking Industry

ABSTRACT

This research sought to determine the relationship between training and manpower development on organizational performance. Eve~ organization whether profit or non profit making is established to fulfill certain goals and objectives, which are later used as indicators to determine if members or that organization performed lowly or highly, vis a vis according to the extent to which its goals are attained. Four generic human resources activities have been identified as factors that can affect organizational performance. These are recruitment and selection, compensation and benefits, performance appraisal, training and manpower development. This research was undertaken because I observed there were few indigenous Uganda banks and the thriving ones are owned by foreign players who acquired seemingly non performing indigenous banks and are turning them around to thriving banks. Reasons adduced for these bank transformations were the inexperience of the local bankers, lack of professional training, lapses in staff performance, and increase in fraud rates e.t.c. So the purpose of the research was to investigate the importance of training and manpower development on organizational performance The research design used was quantitative, correlation design. It was used to determine the degree of relationship between organizational performance, training and manpower development. And Uganda banking industry was used as the case study. A targeted population of 92 staff was purposively selected from ten of the 22 banks in Uganda. Out of which a sample population of 43 respondents were selected using the systematic sampling method whereby every 2nd element of the population was selected. A likert scale format questionnaire was prepared seeking answers to the research problems or variables of the topic; which were training, manpower development and organizational performance. The questions assessed both variables, with marks awarded to each question. The results of the scores are shown in tables and with a scatter diagram. Using the product moment correlation coefficient, the result was 0.97. We found among others that there is a positive correlation between employee training, manpower development and organizational performance. The implication of this finding is, that an increment in training and man power development leads to a corresponding increment in organizational performance and the reverse is also the case, a decrement in training and manpower development also leads to a decrease in Organizational performance. 

TABLE OF CONTENTS

DECLARATION A

DECLARATION B

APPROVAL

DEDICATION

ACKNOWLEDGEMENT

TABLE OF CONTENTS

LIST OF TABLES

LIST OF FIGURES

ABSTRACT

ABSTRACT

CHAPTER ONE 1

INTRODUCTION 1

1 .1 Background to the study 1

1.2 Statement of the Problem 3

1.3 The purpose of the study 5

1.4 Research Objectives 5

1.5 Research Questions 6

1.6 Scope of the Study 6

1.7 Significance of the Study 7

1.8 Hypothesis 7

1.9 Conceptual frame work 8

1.10 Limitations of the study 10

CHAPTER TWO

LITERATURE ~

2.0 Introduction 11

2.1 Organizations and Human Resource 11

2.2 What is Human Resource Management? 12

2.3 Organizational Performance 14

2.4 Managing Human Resources for Organizational Performance 17

2.5 Training and Manpower development 18

2.6 Training, Manpower Development and Organizational Performance 20

2.7 Why organizations are not completely for training and manpower development. ...22

2.8 THE TRAINING PROCESS 24

CFIAPTER THREE

3.0 Introduction 28

3.1 Research design 28

3.2 Research population 29

3.3 Sampling procedure 29

3.4 Sample size 29

3.5 Research Instruments 29

3.S.llnterview 30

3.5.2 Questionnaire .30

3.6 Validity 30

3.7 Reliability 31

3.8 Data analysis 31

3.9 Editing 31

3.10 Ethical consideration 31

CIiAp1ER FOUR 32

PRESENTATION AND ANALYSIS OF DATA 32

4.1 Introduction 32

4.2 The Scatter diagram of the two variables 35

CHAPTER FIVE 40

FINDINGS, CONCLUSIONS AND RECOMMENDATIONS ~ 40

5.0 Introduction 40

5.1 Findings Of Research Question One 40

5.2 Findings of Research question two 41

5.3 findings of research question three 42

5.4 Findings of research question fourS 43

5.5. Conclusion 45

5.6. Recommendations 45

REFERENCES

APPENDIX I: TRANSMITTAL LETTER 50

APPENDIX II: RESEARCH INSTRUMENTS 51

A; QUESTIONNAIRE 51

B: INTERVIEW GUIDE FOR SENIOR MANAGEMENT EMPLOYEES IN THE UGANDA BANKING INDUSTRY

APPENDIX III: LIST OF BANKS IN UGANDA 56

APPENDIX IV: PROPOSED TIME FR~~ME 57

APPENDIX V: PROPOSED BUDG~ 58

APPENDIX VI: CURRICULUM VITAE